In 1987, the Hudson Institute, a not-profit research organization that analyzes and makes recommendations about public policy for business and government executives, released a statistical study called Workforce 2000. This study measured the population growth rate of the United States and its impact on employment. It addressed the potential demographic changes in the work place and predicted that by the year 2000, women would make up 47 percent of the workforce, minorities would account for 87 percent of the people entering the job market and there would be an 8 percent increase in the average age of the workforce. It also predicted that there would be a rise in the number of immigrants and a decreasing number of skilled workers to fill the new high tech jobs. (Loden & Rosener: 7) These statistics caused many industries to formulate a plan for adapting to the change and to effectively manage this projected non-traditional workforce. That was in 1987 and we are now peerin!
             g into the 21st century. Workforce demographics have indeed changed and those changes are reflected in our workforce. Our workforce is comprised of different people from different cultures, places, and backgrounds. These people bring to our workplace different values, beliefs and behaviors. As leaders we need to know how to manage these differences and allow individuals to reach their fullest potential while in pursuit of objectives. First, I will define the term diversity. Then I'll discuss some of the factors that make us diverse and identify some barriers that prevent the acceptance of diversity. Then I will address individual and supervisory responsibilities relative to accepting and promoting diversity in the workplace. Finally, I'll consider a strategy for effectively managing diverse environments.
             First of all, diversity is neither a program nor an updated version of the Affirmative Action or Equal Employment Opportunity initiative...